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MindMap Gallery Interpretation of PMP2021 Exam Syllabus
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Interpretation of PMP2021 Exam Syllabus
The syllabus released by PMI in 2019 was finally officially launched for the exam in September 2021, and the global launch has been launched on January 2, 2021. The new syllabus focuses on actual combat and trains project managers’ ability to “focus on business value and lead the team to do good things.”
Edited at 2021-07-16 21:30:47
- bacteria
This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
- Plant asexual reproduction
This is a mind map about plant asexual reproduction, and its main contents include: concept, spore reproduction, vegetative reproduction, tissue culture, and buds. The summary is comprehensive and meticulous, suitable as review materials.
- Reproductive development of animals
This is a mind map about the reproductive development of animals, and its main contents include: insects, frogs, birds, sexual reproduction, and asexual reproduction. The summary is comprehensive and meticulous, suitable as review materials.
Interpretation of PMP2021 Exam Syllabus
- bacteria
This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
- Plant asexual reproduction
This is a mind map about plant asexual reproduction, and its main contents include: concept, spore reproduction, vegetative reproduction, tissue culture, and buds. The summary is comprehensive and meticulous, suitable as review materials.
- Reproductive development of animals
This is a mind map about the reproductive development of animals, and its main contents include: insects, frogs, birds, sexual reproduction, and asexual reproduction. The summary is comprehensive and meticulous, suitable as review materials.
- Recommended to you
- Outline
Interpretation of PMP2021 exam syllabus
Overview
Implementation time
Implemented in September 2021
Comparison between old and new
Distribution changes
5 major process groups
3 most
42 tasks
35 tasks
86 skills
133Skills
Content changes
2~3 questions agility
50% agility
Comparison Guide Differences
20%
30%
Corresponding talent triangle
Contains 81% of the old version of the syllabus
Exam distribution
Business Environment
8%
IPCC
New
14 items
Compliance
Quality Control
Integrated management
Benefit realization
Environmental impact on projects
Pay attention to environmental changes
Exam syllabus updates
PMbokstatic
Projects promote organizational change
distributed
Accounting for 56% of the total number of this category
New part 74%
personnel
42%
IPCC
New
5 items
Servant
Emotional intelligence
knowledge transfer
Examine (measure) training effectiveness
PMBOK6 did not mention it directly
distributed
Accounting for 9% of the total number of this category
20% added part
process
50%
IPCC
New
6 items
Agility skills
Coordinate with other projects
Program
Coordinate with operations
knowledge transfer methods
distributed
Accounting for 10% of the total number of this category
New part 24%
IPECC→BPP
The syllabus emphasizes
business environment impact
Change-driven & value-oriented
Agile & Hybrid
personnel
Build a team 4
6. Build a team
•Assess stakeholder skills
Recruit team members from institutional stakeholders
Overview
Including forming and building a team
Obtain resources (form a team) and build a team
Based on resource management plan
Team characteristics
Temporary, targeted, open, diverse
Identify team members from individual stakeholders
Multiple criteria need to be considered
•Deduce or extrapolate project resource requirements
Estimate project resource requirements based on project goal plan
PMBOK
9.2: Resource requirements, RBS
•Continuously assess and update team skills to meet project needs
needs & requirements
pmbo
9.2, 9.3, 9.4, 9.5, 9.1
The team needs to have all the skills needed for the health project to be successful
General, application fields, project management skills, etc.
Old skill model
Knowledge
practice
Quality
New Talent Triangle Technology and Business (Supplementary Technical Capabilities)
•Maintenance team and knowledge transfer
pmbo
9.4, 9.5
9.3
Add new members
4.4
Develop knowledge transfer process
Keep work records and summarize experiences and lessons in a timely manner
Encourage sharing of hidden knowledge
Training
Use project management information systems
Skill
Team building under agile team
Small, full-featured team
Daily stand-up meeting, stage review meeting
collaborative working style
Summarize
Assessment skills
Estimate resources
constantly updated
knowledge transfer
12. Define team ground rules
Overview
PMBOK
9.1 (Team Charter), 13.3 (Basic Rules and Technology)
core value
team values
Code of Conduct
Team consensus
work guide
Communication Guide
Decision Criteria and Process
conflict resolution process
Conference Guide
Define basic rules, guarantee measures, assessment methods, recognition and punishment
what are the basic rules
What are the safeguards?
How to assess
Application of assessment results
Skill
Communicate organizational principles to the team and external stakeholders Communicate organizational principles with team and external stakeholders
Establish ground rules based on organizational principles
Basic rules need to be discussed by the team and relevant parties
Project executing organization, perhaps more than one
Owner, contractor, construction party
Fayol's Law
Establish an environment that promotes compliance with ground rules Establish an environment that fosters adherence to the ground rules
common goal
Understand each other, respect each other and trust each other
Reasonable and timely recognition and punishment
Supplement: Teacher Fu Peirong
moderate core
Feeling sincere inside
The other party expects to communicate
Social norms to be followed
I Ching
Confucianism
The Analects of Confucius
University
Textbook for undergraduates to cultivate political qualities
Moderate
Postgraduate textbooks
Taoist
Tao Te Ching
Manage and correct violations of ground rules Manage and rectify ground rule violations
Detect violations promptly
Early warning of possible violations
Basic rules in an agile environment
Emphasis on cross-professional collaboration within the team
Emphasize guiding customers to participate and even educate customers
More emphasis is placed on delivering results within the specified time
More emphasis on quick realization of value (must limit scope)
Summarize
Exchange organizational principles
Establish a rule-abiding environment
Management basic rules
correct violations
8. Negotiate the agreement
Overview
Broad scope and understanding of negotiating and doing deals with team members
"Successful Project Management and Control under Micro Power": Give first, then get
Process, impact, measurement indicators
pmbo
9.3 Negotiation
Record your goals
Determine who can do the job
Evaluate your candidates and choose the best one
Consider the other person’s perspective
List possible exchanges
meet each other
Validate your assumptions and determine what to exchange
Skill
Analyze the scope of negotiations to reach agreement
Determine the content boundaries of the negotiation
Maybe adjust the borders
Fait accompli cannot be discussed
The law stipulates
Can't talk beyond permission
Cannot involve third party rights or liabilities
Cannot discuss if it violates the principle
For example, charter, hypothesis log
Can't talk about irrelevant things
Outside of job responsibilities
Evaluate priorities and determine ultimate goals
List all required items
Sort appropriately
divided into
Must have, can have, best have
What needs to be given, what can be given, and what is best not given
Verify compliance with project agreement objectives
Follow up on the implementation of the agreement
Fulfill your commitments and help the other party fulfill their commitments
Provide timely feedback to each other
Thank the other party for fulfilling their promise
Participate in agreement negotiations
Host certain negotiations and participate in certain negotiations
Clarify your roles and responsibilities and support negotiations
Role Responsibilities
Technical expert, facilitator, mentor, observer
Determine negotiation strategy
Win-Win, Win-lose
Seven elements of principled negotiation
Interests, people (separate people and things), Alternatives (second best plan), Options (goals), Criteria (compare with objective standards), Commitment (only do things that can fulfill promises), Communication (full communication)
Benefit
Pay attention to the common interests of both parties
If there is no common interest, pay attention to the interest relationship
Be aware of conflicts of interest
emotionally hurt
Team negotiation in an agile environment
There is a greater need to allocate work tasks through negotiation
Customer representatives need to be treated as team members
in exchange for autonomy, challenge and recognition
Summarize
analysis boundaries
Determine the target
Determine strategy
Participate in negotiations
10. Build consensus
Overview
Goals, plans, and values consensus
Acquaintances with cultural backgrounds, educational backgrounds, and project manager backgrounds can help achieve consensus
Through active participation, sharing information and reaching consensus
Obstacles become team obstacles
inconsistent goals
Inconsistent level of investment
don't understand each other
Use facilitation techniques to lead to consensus
Resolve conflicts constructively
Skill
Break down the situation to identify the root cause of the misunderstanding
Root Cause Analysis
Cause-and-effect diagram (fishbone diagram), 5Why, special event analysis
Correct definition of "misunderstanding"
three purposes
Identify root causes, eliminate misunderstandings, and prevent future misunderstandings
Try to deal with the situation and not the person
Investigate all necessary aspects to reach consensus
Requires consensus among multiple parties
pmbo
4.1, 4.2
Interpersonal Team Skills
Facilitation, conflict management, meeting management
Decision making (voting, Delphi)
Data collection (focus groups)
Results that support the parties’ agreement emerge
Clarify the benefits of reaching an agreement, take actions to support the realization of the benefits, and promptly and fully recognize the realization of the benefits.
For example
Football matches, the benefits of everyone being united in thinking
Offside
Investigate potential misunderstandings
Causes of misunderstanding
Background differences, personality differences, emotional differences, cognitive differences
For example, the same emoticon may be understood differently
Prevent misunderstandings
Investigate possible causes of misunderstanding
Team consensus in an agile environment
Faster
Summarize
Investigate possible misunderstandings
Break down misunderstandings
Take action to support results
Investigate potential misunderstandings
Building Team 6
2.Leadership team
Introduction
lead
Inspire and motivate
Focus on doing the right thing
Focus on long-term goals
Caring is the most fundamental foundation of leadership
manage
Constraints and Controls
do things right
Focus on short-term goals
Followed by team members themselves
Team self-organization
PMs should play more of a leadership role
Especially in agile environments
Replenish
compete
Looking for opportunities in the future
move towards the border
Looking for a vacuum
The role of managers is weakened and only basic rules are involved
Skill
mission
•Set a clear vision and mission
e.g.:
Ma Yun's new six-meridian sword
Vision
Make it easy to do business in the world
mission
things to do
PMBOK Guide
Plan resource management process
method
Enrich the vision published by the sponsor
Project Vision
Write a team charter
Team consensus
what can i get from it
All interested parties see the benefits
High quality power station
Advanced management technology
Cultivate quality talents
Discussed and formulated by all members
transformational leadership
remain basically stable
Agile team charter
There is a greater need for team charters to promote teamwork
It is even more necessary for everyone to discuss the team charter
It is a form of Social/psychological contract
Very familiar people, no need for a written team charter
psychological contract
Lang Ping's feelings
It’s not that you don’t need money to be sentimental
style
•Support diversity and inclusion
(e.g., behavioral differences, thought processes)
in principle
Respect and support team diversity
Be inclusive of diverse team members
like robot
Tolerance for different behaviors
team role theory
Tolerate different ways of thinking
Convergence, divergence, induction, deduction, analogy, criticism, reverse
Auditorium
Logical thinking/system thinking
divergent/extended thinking
critical/reverse thinking
PMI AI Report
PM technology business
constant curiosity
Comprehensive and inclusive leadership
Talent reserve for the future
PMBOK integrated management field
Managing projects is just a process
Guide 102 pages
knowledge management technology
Team diversity in an agile environment
Full Function
Each stage requires all types of personnel, greater diversity
Product owner
Team facilitator
Cross-functional member
Generalist, Generalized specialist, Specialist
general expertise
Overcoming organizational silos
•Emphasis on servant leadership Value servant leadership
Work
Focus on the big picture
Empower, empower and develop others
Promote cooperation
Coordination needs
(e.g., connect the purpose of servant leadership to the team)
Get your team to embrace the servant leadership style
Goal decomposition
Find a reason to win
feel comfortable
PMbok 65
in principle
Willing to serve, want to lead
Help those served grow
not harm the interests of third parties
Post-80s/Post-90s
Hope it's comfortable
rather than discipline
ACP
•Determine the appropriate leadership style to choose
(e.g., mentoring, collaboration)
Use different leadership styles for different people, different things, different stages, your own preferences, and different environments.
PMbok65
agile environment
Servant, transformational, charismatic, transactional, laissez-faire
Inspiration, motivation, respect, cooperation, win-win
in an agile environment
PM is the leader
Facilitator
Usually servant type
Highly innovative, highly professional, multi-professional cooperation, not good at it
XY theory
leadership measures
•Inspire, motivate and influence team members/stakeholders
(e.g., team rules, social contract, reward system)
rewards system
PMbok65
Various leadership styles
PMbok341
Recognition and Rewards
Interpersonal and team skills
Team motivation in an agile environment
Pay attention to team capabilities and create a team atmosphere
Encourage constructive conflict
Keep trying (iteration) and deliver value quickly (increment)
Timely reply and summary
•Analyze impact on team members and stakeholders
object
Analyze the power, interests, influence, role, knowledge, attitude, urgency, and dependence on the project of the relevant parties (Do I rely on him? Does he rely on me?)
Analyze team member attitudes, abilities, competencies, and availability
method tools
frame
General analytical framework: Who is he? What does he want? How will he get what he wants?
tool
Mind map, affinity diagram, two-dimensional grid, related cube, salient model, rainbow diagram
effect
Find connections and classify them
pmbo
Resource management, stakeholders
agile
Self-organization, equal participation, member-led with rich knowledge/strong skills
Team members have great influence
Customers are required to continue to participate in depth, put forward requirements in a timely manner, and review prototypes in a timely manner
Insufficient customer participation is a big risk
•Adopt multiple ways to lead team members and stakeholders
Following the analysis of 2.6
Differentiate, analyze and select specific means or measures
Summarize
2.1 Establish vision and mission
2.6 Analyze team members
2.4Determine leadership style
2.7 Adopt specific leadership methods
2.5 Inspire, motivate and influence members
2.2
Support diversity and inclusion
2.3
Value servant leadership
5. Make sure you’re trained
team member
5. Ensure team members/stakeholders receive adequate training
Overview
Train people to share knowledge, manage diversity, improve competencies, and understand team charters
People oppose PX and landfills
Xinjiang and Tibet projects
Outsourcing census training
pmbo
Training strategies and arrangements are written into the resource management plan
Training techniques for building team processes
Training diversity
Skill
•Determine required competencies and training content
Determine required job competencies
Discover competency gaps
Determine required training content
Write resource management plan
•Determine training programs based on training needs
Identify training options
On-the-job training, off-the-job training
Colleague training, external lecturer training
Online and on-site face-to-face training
•Allocate training resources
Financial, physical, human and other resources
Planning resources, estimating activity resources, and obtaining resource processes
Write resource management plans, resource requirements, and resource allocation orders
•Evaluate training results
The PMbok guide is not written directly
Improvement of job competency
Improvements in teamwork
conflict resolution situations
Project performance improvements
Team training in an agile environment
Training on agile methods and concepts before project execution
Integrate training into daily work
The retrospective meeting at the end of the iteration (or at other times) is not about criticizing, but about learning.
Summarize
Determine training content
Determine training plan
Identify training resources
Verify training effect
Teacher Dai added
Use for learning
Restore work scene
Excited, moved, inactive
Relevant parties are subject to
4. Authorization. Team members & related parties
Overview
Empower
Including authorized, unrestricted and authorized
pmbo
P65
transformational leadership
Good at describing visions
P73
Use visual management tools
Empowering problem discovery and resolution
P310
Resource management
Empower project teams through empowerment using a collaborative and supportive management approach
Interpersonal relationships and team energy saving
Skill
•Organize and integrate team power
Football team, strategizing around strengths
Individuals, develop careers around strengths
Delegate work to the members who are best at it
Strengths-based leadership
Contrary to the short board theory
Discover your own strengths and discover the strengths of others
Matching jobs by city
Show everyone’s strengths in a transparent atmosphere
Achieve complementary advantages
Diversity Team
empower members
•Support accountability of work of processing team
TASK ACCOUNTABILITY VS TASK RESPONSIBILITY
Project governance
Authority (final responsibility) Responsibility (responsibility) = Accountability
RACI matrix
Task Assignment
performance appraisal
Requires support from organizational structure and organizational culture
• Demonstration of accountability for assessment work
Evaluation implementation status
Is there a vacuum zone?
Is there any intersection or overlap?
Does everyone have a corresponding A?
•Determine and grant levels of authority for decision-making
Project Governance and Project Management
Decision-making authority levels within the project team
control account
Project manager decision control point
Change management authority level, risk management authority level, and other approval authority
The basic principle
Integrated management cannot be authorized
Authorization does not mitigate the authorizer's A
Rewards and punishments cannot be authorized
Can't push work
Empower by results, not process
Team empowerment in an agile environment
Members have strong abilities and high consciousness
Transparent and collaborative team atmosphere
Self-organizing and self-managing teams
full authorization
Through iteration and increment, keep trying
Agile integration?
Integrate
comprehensive
Unite
clear goals
coordination
No contradiction
Summarize
Organize around strengths
Determine the appropriate authorization level
Support A
Verify A
14. Use emotional intelligence to improve team performance
Overview
Recognize and manage your own emotions, recognize and influence the emotions of others, and recognize and manage the emotions of your team
Basic elements: self-awareness, self-discipline (self-management), self-motivation, empathy, social skills, leadership (relationship management); never penny wise and pound foolish.
"Relationship Economics"
pmbo
9.5
Skill
Evaluate behavior by using personality indicators
Myers-Briggs Type Indicator: 16 types
Belbin's team role theory
Conducive to role complementation and distribution of work tasks
pmbo
66 pages, influencing leadership style
Analyze personality indicators and adapt to the emotional needs of key stakeholders
Analyze personal personality indices and adjust based on the emotional needs of key stakeholders
Adjust co-location, adjust roles, and adjust partners
Strengthen the diversity of the team and prevent too many people of the same type
Football team, 11 characters
Apply policies according to people
agile
Emphasis on inclusion of members from different professions and backgrounds
Emphasis on facing conflicts with a positive attitude
Self-digesting negative emotions
Emphasis on quick response
Emphasis on taking advantage of changes
7. Solve and eliminate difficulties for the team
difficulty/obstacle/obstruction
Overview
Scrum Master
remover of impediments and blockers
impediment
Slow down speed reading, slow down sign
blocker
Block delivery completely, red light
Obstacle, Impediment
resemblance
Skill
Determine (identify or discover) the team's key difficulties, obstacles and blockers
Members are sick, room temperature is too low, equipment problems, network speed is too slow, customers are uncooperative
Within the team, from the organization
Presented at daily stand-up meeting
Recorded in Impediments Log
Description, severity (blockers, obstacles, impediments), action, responsible person, date
Prioritize your team’s key difficulties, obstacles and blockers
Record, sort, publish, process, communicate, update log
New additions need to be compared with the original ones and sorted.
Use a network to implement solutions that eliminate team difficulties, roadblocks, and disruptions
Prioritize the top ones
Requires cooperation from team members and may even require organizational support
Continuously reassess to ensure team difficulties, roadblocks, and blockers are being addressed
Summarize
identify
sort
Take measures
Reassess
Risk Management
Uncertain events
target
problem management
deterministic event
process disorder
11. Engage and support virtual teams
Overview
Guide virtual teams to actively participate in projects
Provide support to virtual teams such as network facilities, communication arrangements
Excellent communication plan
Especially effective team building, temporary centralized office
Meet at establishment
produce emotion
not a symbol
Take the postgraduate entrance examination and see tutor cases
End of stage summary meeting
Project end summary meeting
Replenish
In the project era, the general trend of the emotional industry (style and sports)
pmbo
9.3, 9.4
Skill
Examine the needs of virtual team members
(e.g. environment, geography, culture, globality, etc.)
besides
personal purpose
For example: PMI volunteers
Enrich your resume
Investigate options for virtual team member engagement
(e.g. communication tools, local hosting)
level of participation
Time to participate
Such as full-time/part-time, full time or specific time
Matters involved
Determine the best solution
Supplement: Self-benefit and altruism
300~500 words for each skill
Implement different options for virtual team member engagement
Implementation plan, including detailed implementation
Continuously assess the effectiveness of virtual team member engagement
PMBOK
9.5
Three points for a group of people to become a team
Common goal
same level of commitment
full mutual understanding
Supplementary learning opportunities are everywhere
deceptive service
Toss-up service
Harmful service
transactional services
PMP exam
Whether the level of participation meets the requirements and whether it plays its due role
Virtual teams in agile environments
Generally, virtual teams are not used, but face-to-face teams are used.
The challenge is greater: clarify goals, division of labor and rules, use video live broadcast systems, make full use of prime working hours, share common values, and meet and discuss
Summarize
Check requirements
Investigate participation options
implementation plan
Evaluate participation effectiveness
Management Team 2
1. Managing Conflict
Explain the sources and stages of conflict
SourceP348
Scarce resources
progress priority
work style
including personality
process
Charter
plan
Construction and management team
Manage communications/stakeholders
Classification
Economy, values, power, goals, misunderstandings, personality
stage
lurking
Perception
aware of conflict
feel
Stress, anxiety, behavioral intentions
present
Take action, open conflict
Appear
upgrade
stalemate
Easing/not paying attention
Resolved/Unresolved
Close the case
resolved or unresolved
Work case: performance appraisal
lurking
Performance Appraisal Committee
Perception
KPI
Balance company and personal
feel
Gray Income Vs Performance Bonus
present
complaint
negative response
Conflict in an agile environment
Team and customers
work priority
Resources are scarce (time is tight)
misunderstanding
Unable to understand product functions
Inside the team
Innovation leads to conflict
Cooperation leads to conflict
Transparency leads to conflict
Create and exploit conflict
No conflict, no agility
More conflicts than predictive
constructive conflict
Analyze the background and content of the conflict
Stages of conflict development, conflict resolution
related to lurking
background
Macro
national reform
Integration of informatization and informatization
mesocosm
Industry reform
Military-industrial fusion
microscopic
company
PMBOK has no relevant content
Case: Fighting for food
Macro
financial crisis
mesocosm
The family is poor
microscopic
hungry
Agile environment background
Requirements are not clear
Demand is volatile
fixed duration
time box
Requires frequent and in-depth customer involvement
Technology is volatile
The product may become obsolete as soon as it is developed
What are the differences in backgrounds among team members?
Fully functional, self-organizing
Assess/recommend/coordinate appropriate conflict resolution
Evaluate/recommend/coordinate the opinions of different people and appropriate conflict resolution
Key factors that determine how to resolve conflicts
Design, analyze and recommend conflict resolution and, through coordination, reach agreement on the solution
PMBOK349 page
Factors affecting conflict resolution
348 pages
severity
urgency
power
relationship maintenance
permanent or temporary solution
nature of conflict
inside or outside the system
Boundary conflicts, only boundaries can be redefined
work or private
Causes, stages and background of conflict
e.g.
Why?
money
emotion
No praise
relationship maintenance
How are people?
Do you have feelings?
Can it be maintained?
maintenance plan
Not maintaining the plan
Conflict impact
What to do about intersection?
conflict resolution theory
interest-determined stance theory
interested parties
finance
Pay attention to the interests of others and then your position
need satisfaction theory
meet basic needs
conflict transformation theory
destructive to constructive
Mr. Ren: Tiger chasing sheep
Competition is not a bad thing
Thesis defense conflict
A blessing in disguise but a blessing in disguise
Conflicting interests
local global
short term long term
Agile conflict resolution
conflict transformation theory
Team atmosphere and trust
Resolve conflicts quickly
3. Support team performance
Evaluate team member performance
•Evaluate team member performance against key performance indicators
kpi
Relevant to project goals
No limit to speed, save money
Safety
Facilitate organizational change
DIKW model
Team performance evaluation standards and methods
resource management plan
Competencies, work skills, team turnover rate, team cohesion, problem solving, decision making, conflict management, member trust
Overview
Provide support to the team to achieve good performance and continue to improve performance
Closely related to servant leadership style
Chinese women's football team 16 years old
South Korea
Heart-to-heart talk: Everyone finds a reason to win
Lose to North Korea
Heart-to-heart talk: Just do your best
Lost to Japan in semifinals
Heart-to-heart talk: Take good care of Macao’s interests
pmbo
Building a team
management team
Support and recognize the growth and development of team members
Promote the development of team members through personal development, and drive personal development through team development
support
Training, coaching, assigning challenging work (lateral job changes), assisting communication, giving trust, assisting with professional development
Approval
formally recognized
informal recognition
Decide on appropriate feedback methods
Collect and provide feedback on the performance of team members and the team as a whole
communication tools technology
Communication methods, techniques, skills, channels, time
private feedback
criticize
Open feedback
praise
Goal-oriented
Timely, specific (actionable), friendly, consistent
Verify performance improvements
Validate performance improvements using appropriate methods and metrics
Validate at the right time
Can write resource management plan, project team resource management
Before and after comparison, horizontal comparison, single comparison, comprehensive comparison
Need a benchmark
Summarize
Skill
Evaluate member performance
feedback
Support member improvements
Verify improvements
admit
agile
PM has the ability to ensure team capabilities and team atmosphere (transparency, respect, complementarity, innovation)
Guide customers to actively participate in projects
Deliver results quickly
Provide feedback quickly
Manage stakeholder engagement 2
9. Cooperate with relevant parties
Skill
Assess stakeholder engagement needs Evaluate engagement needs for stakeholders
PMBOK
13.1, 13.2
Stakeholder participation in assessment
several attitudes
Unaware, resist, neutral, support, lead
Engagement VS Participation
E
Participate and take responsibility for goals
Participation and degree
P
just participate
no degree
Optimize alignment between stakeholder needs, expectations and project goals
From needs, expectations to project objectives
microscopic
achieve project goals
Macro
Meet stakeholder needs and expectations
Develop project charter, develop project management plan, collect requirements
PMI demand management practice
assemtn needs
requirement
Build trust and influence stakeholders to achieve project goals
How to build trust
Open communication and problem solving
Notify the other party of possible no-shows
Ask non-hypothetical questions
Do you want to add eggs?
Should I add one egg or two eggs?
Express requirements directly and clearly
willing to share information
Look beyond self-interest
20Learning the Analects of Confucius
be a human being
40 Study the Tao Te Ching
There is a day outside the sky
50 Study the I Ching
Source of Chinese culture
Chinese culture is strong and confident
Fuxi-->King Wen of Zhou-->Confucius
Supplement: Teacher Fu
Feeling sincere inside
The other party expects to communicate
Social norms to be followed
truly care about others
Exert leadership and influence
leadership
do the right thing
Influence
persuade
agile
Requires frequent and in-depth customer involvement
Requires close collaboration with clients throughout the project life cycle
Guide customers to treat project teams equally
Summarize
Optimize stakeholder needs
Evaluate participation
13. Guidance to relevant parties
Overview
Counseling relevant stakeholders
Counseling
training
formality
formal
effect
Impart knowledge
relationship with object
short term
Number of objects
one to many
coach
formal
formality
formal
effect
solve specific problems
relationship with object
short term
Number of objects
One-to-one/Group
Mentor
formality
Informal (based on personal relationships)
effect
Assist long-term development
relationship with object
long
Number of objects
One to one
internal member
all need
external
Counseling
Skill
Allocate coaching time
Recognize and take action on mentoring opportunities
14 tasks 53 skills
process
Overall planning and integration 8
plan
13. Determine appropriate methodology
method
Overview
pmbo
what is
Knowledge System
methodology
How to do it?
Establish a unified project management method system by integrating the common features of all or certain types of projects
It will strictly stipulate the phase division of the project, as well as the process of each phase, milestones, main work and deliverables, tools, templates, job responsibilities, etc.
Project management methodologies can be generic, industry-level or organizational-level
Risk management methodology, schedule management methodology, etc.
Borrow a common methodology, tailor it, and apply it to this project
Must be tailorable
PMbok description source
P28
Organization internal development, external purchasing, industry association acquisition, government agency acquisition
Skill
Assess project needs, complexity and size (order of magnitude)
Needs: fast delivery, batch/one-time delivery, clear/fuzzy requirements, customer involvement, fixed time/flexible
Magnitude
Project size, importance, divisibility
complex
people problem
can not say it clearly
complicated
technical problem
can explain clearly
Simple, Complicated, Complex, Chaos
Recommend strategies for project execution
(e.g. Contract --- Subcontracting?, Finance --- Financing Strategy)
High-level project execution plan, similar to the project management plan in PMbok
Subcontracting strategy, financing strategy
Recommended project methodology/approach Recommend a project methodology/approach
(i.e. Predictive, Agile, Hybrid)
Choose based on project needs, complexity, divisibility
Compare
predict
The requirements are clear and the technology is determined
proceed in order
Think about it and do it, do it successfully once, and basically don’t change it
Stage results, internal use
Each stage requires different professionals
Risks at each stage
Risk types are different at each stage
Risks are getting bigger
Iterate
The needs are clear but the technology is unclear
Chrysanthemum
Malaria medicine
each iteration
For the same product function
Continuously optimize the same function
Sharpen the knife
Blank
hardcover
prototype
Internal team review
unavailable
Make sure delivery is correct
Try things out while thinking to ensure technical correctness
Stage results, internal use
Each stage requires all professionals
Risks at each stage
Same type, different severity
The risk is getting smaller and smaller
Increment
The requirements are not clear, but the technology is certain
Company website development
each iteration
Add new features
Continuously adding features
All purpose knife
Multipurpose mouse
prototype
Customer use and reviews
Prototype is ready to use
Ensure fast delivery
Ask while thinking and doing (Does the customer need other functions?),
Stage results, customer use
Each stage requires all professionals
Risks at each stage
Same type, different severity
The risk is getting smaller and smaller
adapt
Vague requirements and unclear technology
Multifunctional drug research and development project
iteration increment
1 external incremental iteration
N internal iterations
Thinking, doing, trying, asking
Stage results, customer use
Each stage requires all professionals
Risks at each stage
Same type, different severity
The risk is getting smaller and smaller
hybrid approach
project
overall
Predictive
Frame stable
Platform is stable
local
adaptive
Flexible functionality
Use different methods at different stages
Different methods for different parts
AI part of the bridge
There is adaptive type in the predictive type, and there is prediction in the adapting type.
"PMI Agile Practice Guide"
Use iterative, incremental practices throughout the project lifecycle
Summary of experience and lessons
Stakeholder participation
risk
practice
14. Establish a project governance structure
Overview
Corporate governance is handled by the board of directors
How do senior leaders want to manage projects?
Project Governance Committee, Project Steering Committee, Project Leadership Group
Major project decision-making mechanism
Implement ultimate responsibility Accountability
Avoid hierarchical approval and departmental rotation
Skill
Determine the appropriate governance structure for the project
(e.g., replicating organizational governance)
Define reporting pathways and thresholds
Resolve project "political" issues that the PM has no authority or ability to resolve
Governance 4 Guarantees
direction guarantee
Environmental protection
Power protection
Resource guarantee
9. Integrate project planning activities
Overview
pmbo
Project Integration Management Knowledge Area
4.2
All plans must be integrated
Including coordination (no contradiction), unity (pointing to the same goal, that is, the same direction), and synthesis (forming a system)
Skill
Combine project/phase plans Consolidate the project/phase plans
Initially, more, faster, better and more economical resources and procurement
consider risks
risk register risk report
Adjust initial plan until the plan is finalized
Three major benchmarks
Develop project management plan
Project goal plan
Why are there no quality benchmarks?
Not determined by the project manager
Who decides
determined by laws and regulations
National standard
Party A decides
e.g.
PMP
PMI
pass
student
3A or 5A
Project entity plan
Target plan (more quickly, less risk)
scope plan
project scope statement
Exclusions (deciding not to do something) are the most difficult
The simplest instruction manual is the exclusion list
It is necessary to distinguish between inside and outside boundaries
WBS
Not too much, not too little, just right
WBS Dictionary
Clearly understand each component
schedule
milestone schedule
Senior Leadership Milestones
Corresponds to the required time of the main deliverables in the project scope statement
summary schedule
Middle leadership (including PM)
Project manager overview
Corresponding to the WBS work package
It can also correspond to 2 or more activities in a work package
Detailed progress plan
For activities
Compiled for own use
There is a basic correspondence with the activity time in the detailed WBS dictionary
Team members catch details
The number corresponds to the WBS
cost planning
Project funding requirements
Sponsors invest money based on milestones
project budget
Control budget basics
Corresponding work breakdown structure
How much does each work package cost?
Corresponds to the general schedule
Activity cost estimates
Correspond to detailed progress plan
Summarize
Funding Requirements Milestones
Project budget in summary
Activity costs should be detailed
Quality Plan
Final deliverable quality standards
Composition deliverable quality standards
Progress activity quality standards
Summarize
Final results to customers
Intermediate results test PM
The quality of activities belongs to the members
risk plan
risk register
risk report
overall risk
All sources of uncertainty
Summarize
Risk Exposure Severity
Risk ranking by level
Countermeasures to reduce exposure
resource planning
resource breakdown structure
Resource bar chart
List resources by time period
Activity Resource Requirements Resource Calendar
For activity column
formula
Total demand for resource structure
Resource column time period
Resource calendars should be specific
Six principles
Environmental scanning principles
Laws and regulations, industry standards, organizational structure, natural environment
Asset inventory principles
Lessons learned from past projects, templates, process work, data
The principle of clear direction
Where to go? path? node
Refined Variability Principle
Extensive communication principle
Have all the people whose opinions should be consulted been consulted?
Have all those who should express their opinions expressed their opinions?
Prevent false consistency
Have all the people who should sign signed?
Teacher Wang’s opinion
Projects and Portfolios
Under the leadership of the CEO, strategic organizational change projects do not need to be included in the project portfolio
End project or phase
Although the closing process group has only one process, the organization can add other processes and contracts to it.
effective integration principles
Six major inspections
Environmental compatibility inspection
internal integrity check
historical reference test
Resource guarantee inspection
broad acceptance test
ISO21500---Project management standard
Copy the national standard
risk tolerance check
Assess combined project plans for dependencies, gaps and continuous delivery business value Assess consolidated project plans for dependencies, gaps, and continued business value
Dependencies between various plans
Possible poor connection
Deliver business value at intervals but continuously
If a PMO is established, the problem will be solved within 3 months and value will be generated.
Analyze collected data
Collect and analyze data to make good decisions
Identify key information requirements
3~5
determine
collect
Analyze
Make decisions
agile
Determine the time limit first
Only one stage (iterator) can be planned at a time
Each stage requires personnel of all types of work
Use as few documents as possible
Supplement: Three-point estimate
Beta distribution in progress is missed
implement
1. Execute on demand
value delivery
1. Execute on demand and deliver projects with priority on value
Overview
Customers may not be able to wait, and business value can be delivered in modules and phases.
Real estate sales
Software can be divided
Agile project management method
Look beyond the deliverables to the project, its value and its assumptions and risks
Benefit - cost = value
Can be tailored for traditional projects
Function-driven subprojects
residential building
Business supporting facilities
Property supporting facilities
Value-oriented stage division
value-based change management
Skill
Evaluate opportunities to deliver value using an incremental approach
Phase 1 Delivery Features
Phase 2 Delivery Features
Phase 3 Delivery Features
Value priority: the most important, best able to meet customer needs and consistent with business value
Examine the business value of the project throughout the project
Focus on business value rather than product functionality itself
The market environment has changed, and the business value has changed.
Re-evaluate business value and its assumptions and risks
Changes in environment and market, based on past project situations
Evaluate whether the project still meets the company's business value
Make project changes when necessary, or even terminate the project early
Enable teams to break down tasks as needed to find a minimum viable product (MVP)
To deliver value quickly and mitigate the risk of project failure
Support teams break down project tasks as needed to find a minimum viable product
Ability to get feedback and deliver value quickly
Summarize
Evaluation enables incremental development of opportunities
Find the minimum available product
Check business value
16. Management knowledge
Keep projects ongoing
16. Ensure knowledge transfer and maintain project continuity
Overview
business continuity plan
How to maintain and recover in the event of a disaster or boycott of a urinary catheter
Major risks or problems occur in the project, such as personnel resignation or serious interference.
Always do a good job in knowledge management and prepare for knowledge transfer
Manage project knowledge process
Skill
Discuss project responsibilities within the team
Job-related knowledge management responsibilities
Requires recording and sharing of explicit knowledge
Encourage sharing of tacit knowledge in a variety of ways
Encourage exchange of knowledge and experience with outsiders
Outline expectations for the work environment (expectations)
A work environment suitable for knowledge sharing
Sincerity, respect, responsibility, cooperation, openness, mutual benefit
Team charter, communication management plan, stakeholder engagement plan
Determine methods for knowledge transfer
Analyze and select the most appropriate knowledge transfer method
Class-room Training, On the job training Coaching, Mentoring, Presentation, Documentation, Redeployment, informal talking, Work shadowing, reverse shadowing
agile
Real-time knowledge sharing
Less documentation, more summary
monitor
10. Manage project changes
Overview
Achieve established goals, modify project goals, and terminate projects early
Hierarchy
Project: try not to change
Program: Change is opportunity
Portfolio: Seeking Change
3 will make a difference
Project Governance Committee
temporary
Can manage 2 projects at the same time
change control board
temporary
project management office
permanent formal organization of the company
pmbo
Raise change requests and implement the overall change control process for approval
organizational change management
Project Management vs Change Management
project management
IPCC
change management
Plan for change
implement changes
Managing the transition
Sustain the effects of change
Organizational Change Management Framework
external environmental factors
strategic agility
1. The current situation
business goals
2. organizational business strategy
Portfolio
business goals
initiate change
Identify the need for change
Assess readiness for change
Scope of change in tender documents
Operational definition of change needs
project
Plan for change
Define the change approach
Planning stakeholder engagement
Planning transition and integration
implement changes
Work content
Get organized
Mobilize relevant parties
Deliver project outputs
Responsibilities
Project management is the focus
Program management coordination
Managing the transition
Delivered output to operation
Measure adoption and results/benefit
Adjust plans to resolve differences
Operations integrates change into operations
Sustain the effects of change
Continuously communicate, discuss and negotiate with relevant parties
Conduct meaning-making activities
Measuring benefits achieved
Operations integrates change into operations
3. future situation
internal environmental factors
Skill
Anticipate and accept change needs
(e.g. following change management procedures)
Change three levels
manner
Take the initiative to seek change
ability
Change with the trend
Do the current thing well
Do your job well
Do things well in the future
Foresee industry development trends
do some unnecessary things
ability courage
Breakthrough Earthquake
Change process
Identify, propose, analyze, approve (record change log), implement, track, and summarize
Changes after closing
Management Responsibilities
Actual combat
quality cost
cost of failure
Defect Remediation
External customer discovery
Change assessment
plan
backup
Determine strategies for dealing with change
How to treat and handle changes
change management strategy
Words are commonly used, but there is no unified model
Culture, rules, mentality, ability, communication, training, value, summary
change stage
initial requirements
analysis stage
design phase
construction phase
testing phase
final result
At the end of each stage, there will be a re-evaluation
10 key points of change
Mental preparation
Source management
Better sooner rather than later
Should be small rather than large
correct definition
Bus parking is not in place
Comprehensive review
Denied by default
Fully communicate
Evaluation after changes
job performance report
Solution feasibility
Are the procedures followed?
Control System
Combination of supervision and service
Environmental law enforcement
turn out to be
fine
Now
right place
Industrial upgrading
To enterprise
Industrial transformation
Turn cost input into benefit income
Execute change management strategy
Different project development methods require different strategies
predict
agile
Determine responses to changes to move projects forward
Determine change plan
Implement change plan
Track implementation
Summarize experience and lessons
agile
embrace change
declaration
Individuals and interactions over processes and tools
The west
Individual-》Group
our country
Group-》Individual
Working software trumps thorough documentation
Customer cooperation takes precedence over contract negotiation
Responding to change over following a plan
Because changes are frequent and large, treat change management as an agile project
Use Backlog for Changes
proposed changes
Approved changes
Unfinished items of the product after changes
12. Manage project artifacts
Overview
artifacts
any man-made object
pmbo
Project artifacts, Communications artifacts
Project communication management, stakeholder knowledge areas
Project integration
Implement a holistic change control process
Configuration management, version control
Not all files must be version controlled
job performance report
Baseline plans need to be version controlled
software hardware
Deliverables People
Skill
Determine the need to manage project artifacts
(what, when, where, who, etc.)
12.1
communication management plan
What communication tools are needed?
How to Make and Deliver Communication Artifacts
13.2
Stakeholder Engagement Assessment Matrix
Confirm project information is up to date (i.e. version controlled)
and accessible to all interested parties
information
Job performance data, information, reports; risk reporting
ad hoc and informal reports
Prepare regularly
Issue log, change log, lessons learned register
Log dynamic update
Lessons Learned Register updated as necessary
Project plan (requires version control)
Continuously evaluate the effectiveness of project artifact management
10.3 Supervisory communication
Not supported to supported
Effective communication artifact management
4.5 Monitor project work
13.2
Stakeholder Engagement Assessment Matrix
13.4 Supervision
agile
PMs are facilitators who promote teamwork and customer engagement through interactive meetings, informal conversations, knowledge sharing, etc.
Reduce communication artifacts and increase communication activities
More transparent, faster and more frequent information sharing
Invite relevant parties to review project artifacts in a timely manner
ending
17. Planning management. Closing (handover)
Stage of project
Overview
pmbo
4.7
Terminate project early
knowledge transfer
Be prepared to provide support services for subsequent operations
Skill
Determine criteria for successful project or phase closure
pmbo
exit criteria
Contains success and failure
success criteria
Develop detailed project closing procedures
Team building at the end of the project
Open up and resolve conflicts
Thoughts on strengthening friendship
Reluctantly rushing towards the future
Confirm handover readiness
(such as operations team or next stage)
Validate VS Verify
Be prepared both internally and externally
A series of closing activities that conclude a project or phase
(such as final lesson summary, review, procurement, finance, resources))
Final summary of lessons learned, project review (post-evaluation)
Procurement closing
financial closing
financial accounts
Financial settlement
Release resources
agile
Phase review meeting (internal), prototype review (external)
Iteration within the team
Iteration outside the team
Management indicators 4
scope
8. Planning and management scope
Overview
pmbo
many
5.1~5.6
Skill
Identify and prioritize needs
pmbo
Gather requirements
Define scope
boundary
Scope breakdown (e.g., WBS, backlog) Break down scope (e.g., WBS, backlog)
5.3, 5.4
Product Backlog
Entire version requirements list
Use user stories to express the list of product features to be completed, including modifications to existing functions and bug corrections; reorder at the beginning of each iteration period
Sprint Backlog
Sprint Checklist/Iteration Checklist
Must be completed in the current iteration
Monitoring and Validation Scope
pmbo
5.5
5.6
control
Control
uncover bias
Verification
internal inspection
confirm
Validation
external inspection
agile
traditional projects
content box
Determine content
Agile project
time box
Determine the construction period
Progressive breakdown of requirements
The second level of WBS is the iteration period or version number
PMI’s WBS has released the latest version
Control the scope during the iteration period and confirm the scope at the end of the iteration period
schedule
6. Plan and manage progress
Overview
pmbo
Progress Management Knowledge Area
6.1~6.6
Skill
Estimate project tasks
(milestones, dependencies, story points)
pmbo
6.2, 6.3., 6.4
story points
The relative smallest unit used in agile methods to estimate the level of effort required
1pt=4~8 hours
1 watermelon = 13 cherries
Leverage benchmarking and historical data
pmbo
6.2, 6.3., 6.4
parameter estimation
analogy estimation
The estimated data must be reliable, called benchmarking
Moderation. Look for benchmarks among those around you and learn from those around you.
Prepare timetable according to method
6.5
Predictive vs Agile
Measure ongoing progress against methods
Control progress, earned value management, earned progress technology
Predictive vs Agile
Modify schedule as needed based on method
Control progress, earned value management, earned progress technology
Predictive vs Agile
Coordinate with other projects and other operations
Not covered in PMbok guide
Program level schedule
The relationship between projects and operations
agile
inverted triangle
Fixed time, estimated scope, acceptable quality, estimated cost
Develop product features within a fixed time box
Version plan (milestone plan), release plan (outline plan), iteration plan (detailed plan)
cost
5. Plan and manage budget and resources
Overview
pmbo
cost resources
7.1~7.4
9.1~3 9.6
Skill
Estimate required budget based on project scope and lessons learned from previous projects
Budget based on scope baseline
Make category estimates based on historical data
Verify budget accuracy based on historical data
Anticipating future budget challenges Anticipate future budget challenges
Forecast risks, set aside emergency reserves, set aside management reserves
Calculation of predictive indicators such as estimates of time to completion
Take necessary precautions
Monitor budget changes and coordinate with governance processes to make necessary adjustments
pmbo
7.4
EMV
Budget changes must be approved by the Project Governance Committee
CCB
cost basis
Guidance, support and supervision of projects by senior leaders
football team
club leader
governance
leader
Link to "Governance Management"
coach
manage
Plan and manage resources
pmbo
9.1~3 9.6
agile
Because the scope of demand is uncertain, a more accurate budget cannot be specified at the beginning.
Use lightweight estimating methods to specify high-level budgets, top-down (not bottom-up)
Incremental budgeting,noet zero-based budgeting
zero based budgeting
incremental budget
Based on the budget of the previous iteration period, increase the number
resource
Fast win-win, lean production
quality
7. Planning and management
Products/deliverables
Overview
pmbo
Project quality management knowledge area, not only the quality of products
PMI project management indicator standards are poorly promoted
Difficult to assess the quality of lectures
Examination of good learning quality
Planning quality management, management quality, control quality
Get quality right the first time
Project uniqueness
discuss
Focus on process and control results
Differences and deviations--》Problem solving
Quality Control
Comparison with PMbok version 5
Skill
Determine the quality standards required for project deliverables
Determine quality standards
Refine quality measurement indicators
Recommend improvement plans based on quality gaps (discrepancies, differences, accuracy)
Quality gaps (5) are not necessarily Quality defects
When the actual delivery does not meet the specification requirements, gap=defect
The quality basically meets the requirements and delivery, but it can be better.
for continuous improvement
Continuously investigate project delivery quality Continually (continuous and intermittent)
pmbo
8.3 (Quality control measurement results)
8.2 (Quality reports, change requests)
Process analysis, document analysis, root cause analysis, quality audit, flow chart, etc.
agile
Conduct more frequent quality checks
Summarize experiences and guide quality improvement through review meetings
Conduct low-volume pilot development throughout the project lifecycle to identify and resolve inconsistencies and quality issues
Summarize
Determine quality standards
Investigate delivery quality
Recommended improvements
Coordination and management 5
Risks/Issues
3. Assess and manage risks
Overview
Project Risk Management Knowledge Area
11.1~11.7
Skill
Identify risk management options
11.1
Iteratively assess and prioritize risks
11.2~11.5
Not all skills, only 2
The exam follows PMbok guidelines
agile
Greater uncertainty and greater risk
Identify, analyze and manage risks in every iteration
Reduce technical risk through iteration
In each iteration cycle, requirements are determined
Reduce demand risk through increments
Guide customers to clarify their needs
discuss
The biggest exam question is change and risk
In the start-up stage, the overall risk response is handled by indirect methods. The design is simple and the risk is small. The design is complex and the risk is high.
Human body is better than bad, originating from innateness
15% genetic
15% medical conditions
70% lifestyle habits
Read in the palm of your hand: Engel's "A New Paradigm for Risk Management"
overall risk
project
Complexity, project environment complexity, stakeholder complexity, project team capabilities
people
Genetics, working and living environment, complexity of stakeholders, self-care
Manage risks at the program level
PMP focuses on single project risks
15.Manage project issues
Overview
PMbok P96
Issues Log
Problems, gaps, inconsistencies, or conflicts
Log, Register, Report
If a risk occurs, record it immediately? Issue log or risk register
Not sure of positive impact
Chance
Unsure of negative impact
threaten
Identify negative impacts
question
Identify positive impacts
Benefit
Skill
Recognize when a risk becomes an issue
Risk Vs Issue
Risk
may happen
positive or negative
directly affect the target
Issue
objective existence
Negative
may not directly affect the target
unknown unknown risk
management considerations
once it happens
Keep problem log
Tsunami, suppliers were flooded due to force majeure, resulting in goods being unable to be supplied
No risk register is recorded at this time
Next time as risk identification
Generally force majeure
Problems can lead to risks, risks can lead to risks
Problems are not necessarily caused by risk
Conflict between Hao Haidong and Fan Zhiyi
Active risk does not cause problems
The problem has other sources and may occur without symptoms
Risk management is carried out together with other knowledge areas. Throughout, the risk management knowledge area mainly talks about risks that are not explained in other knowledge areas.
Solve problems with best actions to achieve project success
Identify, analyze, evaluate, act, monitor, summarize
Not every problem needs or is worth solving
Prevent solving one problem from causing another, just shifting the problem
Press the gourd to float the scoop
Work with relevant stakeholders to select the most appropriate approach to solving the problem
Resolve conflicts, which may involve interests
5Why
Choose a suitable method (HOW)
Problem solving oriented
pmbo
P295
Problem-solving techniques for managing quality processes
P356
Problem-solving techniques for controlling resource processes
Written by different people
agile
Communicate more frequently, quickly and transparently
Handle and resolve issues faster
daily stand-up meeting
PM is a guide and removes obstacles
interested parties
2.Manage communication
Skill
Analyze the communication needs of all relevant parties
Stakeholder communication needs (of)
PMBOK:
10.1, 13.1
Determine communication methods, channels, frequency and level of detail for all relevant parties
Need to consider the needs of the project itself (for)
pmbo
10.1, 13.2 (Stakeholder Participation Assessment Matrix)
Effectively communicate project information and updates
PMBOK
10.2, 13.3 (communication skills)
In the past, relevant parties were implicit in communication. Communication was a method for relevant parties, but it was not the only method.
Confirm understanding of communication and receipt of feedback
PMbok: 10.3, 13.4
agile
Need for more frequent, fast and transparent communication
Requires teams to work together
Encourage teams to communicate directly with relevant parties rather than reporting hierarchically
Summarize
Analyze communication needs
Determine communication plan
management communication
Supervise communication
4. Mobilize relevant parties to participate
Overview
pmbo
Project stakeholders
PMbok evolution
From ignoring interested parties (1987 draft ~ 2nd edition), to passively solving difficult problems (2004 3rd edition), to actively influencing (4th edition), to encouraging participation (5th edition), and then to guiding participation
Skill
Analyze stakeholders
(e.g., power interest grid, influence, influence)
pmbo
13.1.
Classify stakeholders
pmbo
13.1, 13.2
Stakeholder Engagement Assessment Matrix
Mobilize stakeholder participation based on stakeholder classification
Apply appropriate measures by category
Communication is an important measure, not the only measure
Develop, implement and validate stakeholder engagement strategies
Apply policies according to people
Adopt different management strategies according to different stakeholder categories
interest power grid
interest influence grid
agile
More effective participation of relevant parties is needed
There is a greater need to communicate and interact with relevant parties
It is even more necessary to train relevant parties to actively participate in
More long-term counseling is needed
Summarize
Analyze stakeholders
Classify interested parties
Enlist relevant parties to participate
Develop, implement and confirm the effectiveness of stakeholder engagement strategies
purchase
11. Plan and manage procurement
Overview
pmbo
12.1~3 4.7
project scope management
Resource management
individual and whole
End a single purchase
12.3
End the entire purchase
4.7
Performing organizations build partnerships with suppliers
Skill
Define resource needs and requirements
9.1
9.2
Resource requirements, RBS
12.1
Make-Buy Analysis
Communicate resource needs
pmbo
10 9 13 12
resource breakdown structure
Resource bar chart
Make or buy decision
Manage suppliers/contracts
12.1~12.3
12.1
Market research, supplier selection analysis, procurement management plan, procurement strategy, bidding documents, supplier selection criteria
12.2
Bidder meetings (first contact), proposal evaluation, interpersonal skills (negotiation), agreement (contract)
12.3
Claims management, data analysis, inspections, audits, change requests
Plan and manage procurement strategy
PMbok：P476
Delivery method (type, owner’s wishes, market conditions), contract type, procurement stage
Procurement method
Different from Procurement Management Plan
Design specific delivery solutions
Express delivery method
Delivered to your door
Put a guard
Take it yourself
Closely related to delivery methods in procurement management
Use bidding documents and contracts to further clarify (refine)
agile
Customer collaboration over contract negotiation
Needs better cooperation between buyers and sellers, better risk sharing
Multi-level cooperation: subject agreement (MSA), extension agreement, lightweight SOW
Fixed price incremental purchasing: Determine a fixed price based on each user story and implement incremental purchasing
Federated Component Teams: Pay for team hours, not for content
It is allowed to cancel follow-up work: two courses of treatment were originally planned, and if one course of treatment is confirmed to be cured, a certain fee will be paid for the second course of treatment.
Procurement in stages
Summarize
17 tasks 61 skills
Business Environment
Constraint 2
1. Plan and manage project compliance
Overview
pmbo
Legal, normal, not expanded
Comply with standards, rules, laws and requirements
International Compliance Association (UK)
external compliance
Internal Compliance
Internal control system for external compliance
Compliance Officer, Compliance Department
Compliance requirements
business environment factors
organizational process assets
Included in WBS and related plans as part of the project
Corporate governance, PMO, project governance, project team
Skill
Confirm project compliance requirements
(e.g. confidentiality, health and safety, compliance)
PMbok construction process volume
Health, safety, security and environmental management
Political compliance, cultural compliance
Classify compliance categories
type
Environmental protection, health and safety, social responsibility, process, quality, product safety
Classification method
For management needs, different criteria can be used to classify
By department and responsible person
Identify potential threats to compliance
Identify possible threats that could impede compliance
Professional accountant: Self-interest, Self-review, Advocacy (bias), Familiarity (close relationship), Intimidation (fear)
Complain with wisdom
Use methods to support compliance
Process Responsibility
responsibility
Executive Responsibilities
Everyone participates
process
Adequate records, training and education, daily inspections, and regular audits
Recognize rewards and appropriate punishments
Establish and maintain compliance responsibilities and compliance culture
internal support, external support
Analyze the consequences of violations
Determine necessary methods and actions to meet compliance needs
(e.g. risks, legal)
Measure program compliance
Full compliance
Full compliance with an exception
Full compliance with exceptions, Non Compliance with
Summarize
Confirm compliance needs
Analyze Compliance
Support compliance
Measurement degree
3. Evaluate and process the impact of changes in the external business environment on the scope
The scope of changes in the external business environment
Overview
pmbo
Not mentioned
Adjust project goals according to changes in the external environment
Especially scope targets
Skill
Investigate changes in the external business environment
(e.g. regulations, technology, geopolitics, markets)
Compliance Committee
Project Governance Committee
PM and team
Evaluate changes in the external business environment
Impact on project scope/backlog
Prioritize impacts so you can adjust accordingly
PMbok: Various monitoring processes, making change requests
Recommend options for scope/backlog changes
(e.g. plans, cost changes)
Develop change (adjustment) alternatives
Conduct comprehensive review
PMBOK
Monitor the process and implement overall change control
Continuously examine the impact of the external business environment on project scope/backlog
agile
Continue to pay attention to the development of AI, digital technology, and the Internet of Things to prevent projects from becoming obsolete as soon as they are completed.
More project management skills are needed
Summarize
survey
Assessment
Recommend design recommendations
ReviewContinuous review
Project Goal 2
2. Evaluate and deliver project benefits and value
Overview
PMbok P7
The value orientation of the project creates business value
Delivered as the project progresses, delivered at a higher level, delivered through operations
Noun analysis
OutPut
output
Outcome
Use output to bring results
Benefit
Benefits generated
value
Benefit-Cost
Evaluate
Business Case, Initiation Process Group, Planning Process Group, End of Phase
Finish
End of stage
Skill
The benefits of research are certain
pmbo
Business case, benefit management plan, project charter
Classification
Direct/indirect, long and short, tangible/intangible, expected/prominent, internal and external, temporary/continuous
Disbenefit
to prevent
Document management of ownership agreements to achieve ongoing revenue
Benefit Responsible Person
Identify benefits
execute project
maintain efficiency
benefit register
benefit map
Benefit Tracking Matrix
Benefit Register/Benefit Attributes
Verify that measurement systems are in place to track benefits
Benefit Tracking Matrix
Benefit measurement indicators
Benefit Measurement Methods
Evaluate delivery options to demonstrate value
Evaluate phase delivery or module delivery options and choose the best option
Pre-assessment
Assess the progress made by stakeholders in realizing value
formal or informal praise
PMbok:
9.4, 9.5, 10.3, 13.4, 12.3
agile
Realize benefits faster and deliver value
Prioritize the most important features to avoid project failure
4. Support organization BG
Overview
pmbo
P6 projects drive change
Transformative Project
Change Project
Skill
Assess organizational culture
pmbo
Vision environmental factors, organizational culture
A variety of different, well-established organizational culture assessment models and methods can be used
Risky or not
Standard or not
The impact of organizational culture on projects
Project impact on organizational culture
After the Kunming World Expo, young people will give up their seats to the elderly on Kunming buses
Assess the impact of organizational changes on the project and determine required actions
pmbo
Business environment factors, organizational structure, organizational governance, rules and regulations
Strategic adjustment, business adjustment, personnel changes, adjustments to rules and regulations, etc.
Assess project impact on the organization and determine required actions
E
Ministry system reform
Company projects may lead to job losses
Tobacco OA system
The organizational change you want to achieve
Possible negative impacts on departments, personnel, etc.
Facilitate the smooth delivery and operation of project results and realize benefits
agile
Improve organizational agility by doing agile projects
Embrace change and take advantage of change
4 tasks 19 skills